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This study proposes a method for analyzing the sustainability of companies according to the Corporate Sustainability Index (ISE B3) while considering environmental, social and governance (ESG) dimensions.

As a quantitative and descriptive work, our study is based on analyses of responses to ISE B3 questionnaires. We consider 12 scenarios involving the allocation of different weights to important ESG dimensions and use the TOPSIS multicriteria decision-making method to evaluate companies in Brazil.

The results provide empirical evidence on the importance of balanced approach among the ESG dimensions and reflect the need for regulations and incentives to promote balanced ESG practices. We also identify companies with consistently good sustainability practices, such as Natura, those that deliver poor performance, such as Iochpe-Maxion S.A. and Azul S.A.

We contribute to the literature by integrating a multicriteria methodology into the assessment of corporate sustainability, demonstrating the effectiveness of TOPSIS in different scenarios. We emphasize the importance of balancing the ESG dimensions, and in doing so provide novel perspectives in research.

Our findings offer a practical framework for managers to evaluate and refine their ESG strategies by using benchmarks from industry leaders. Policymakers can use them to formulate regulations and incentives that promote balanced ESG practices.

Our work clarifies the application of TOPSIS to several ESG-based scenarios and presents a comprehensive strategy for evaluating corporate sustainability. Our model can be reproduced and customized in diverse settings and contributes to the literature on corporate sustainability.

The purpose of this paper is to present an overview of the conceptual framework related to the Lean and Green practices, paradigms, future prospects and problems, indicating points of convergence and divergence between them.

Based on this premise, through vast literature systematization, the authors sought to categorize studies in order to consolidate constructs, reinforcing aspects regarding the positive and negative approaches and pointing out the gaps in the current state of the art. Broad literature systematization was carried out; the authors found 107 articles published between 2014 and 2018, separated into 10 categories.

The main constructs confirmed are the positive approximation of the Lean and Green union, evidenced by studies premised on the independent variable category demonstrating that their union influences other environmental performance variables.

The present research is a systematization of the literature, so its results have to be confirmed by other studies.

The study supports the Lean and Green theme, confirming converging issues between the two areas and launching new topics for future research.

The study contributed to the environmental theme by confirming synergies of the Lean and Green union and presenting new research themes.

To assert that Lean and Green systems union is sustainable, with regard to the tripod of sustainability, more studies on the social category are necessary.

A quantitative theoretical model is proposed to measure how productivity performance can be affected by strategic decisions related to specific competitive priorities.

This study proposes the Primary Transformation Model (PTM) and an equation to measure cause-and-effect relationships between productivity and competitive priorities.

The interdependence between productivity and competitive priorities was studied using the PTM and the proposed model indicates that strategies that improve external performance also impact internal productivity. It was also observed that the compatibility between competitive priorities depends on the initial manufacturing conditions and the implementation method adopted.

The proposed model is theoretical and, as such, is an abstraction of reality and does not consider all possible aspects. It consists of a novel approach that still requires further empirical testing. The PTM provides insights about the trade-offs between productivity and strategic objectives, as well, contributes to the ongoing research on manufacturing strategy and can be further developed in future studies.

The main practical implication is to allow companies to relate their strategic decisions to their productivity performance.

This research also contributes to societal issues by enabling firms to better align strategic objectives and operations, which ultimately allows offering products more suited to the needs of customers, thus making better use of the required resources and favoring economic growth.

The model proposed allows objective assessment of actions aiming at operational efficiency and effectiveness, in addition to providing insights into cause-and-effect relationships between productivity and competitive priorities. The model can also be used in empirical investigations on manufacturing strategy.

The coronavirus disease (COVID-19) pandemic generated a worldwide financial crisis by impacting several links of the supply chain, however companies can take advantage by quantitatively measuring the disruptive impacts.

This study sought to develop the failure mode and effect analysis and supply chain resilience (FMEA-SCR), a hybrid tool developed using a potential failure mode and effect analysis (FMEA) applied to supply chain resilience (SCR) and taking into account the capability factors and business processes.

In order to validate, the proposed model was applied into two different organizational study cases: an university and a cooperative managing urban solid wastes with recyclable potential (MSWRP). Through the procedures described here any organization can understand and assess in a simplified way the impacts over their supply chain generated by such a crisis.

This study synthesizes three different procedures into a single method called FMEA-SCR, allowing organizations to understand and assess in a simplified way, the impacts over their supply chain generated by COVID-19. To this end, it brought together the studies developed by Rajesh and Ravi (2015) and Curkovic et al. (2015), on possible causes of disruptions in SC, the capability factors of Pettit et al. (2010) used by organizations to mitigate the effects of disruptions, besides Lambert's and Croxton (2005) business processes, thus weaving a method that allows organizations to visualize, analyze and classify the pandemic impacts over their supply chain.